Workaholism refers to a pattern of work behavior that reflects the hallmarks of non-substance-related addiction. Individuals affected by workaholism display compulsive tendencies toward work, often to the detriment of their health, relationships, and professional environment.
According to a well-regarded preliminary definition based on empirical and theoretical research by Schumacher (1986), a workaholic typically exhibits the following characteristics:
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Their thoughts and actions revolve entirely around work.
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They cannot control the extent or duration of their work behavior.
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When prevented from working—whether voluntarily or involuntarily—they experience withdrawal symptoms, including physiological responses and an inability to abstain.
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They develop a higher tolerance for work, requiring increasing workloads to achieve the same emotional or psychological state.
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Psychosocial and/or psychoreactive issues begin to emerge.
In addition to these traits, workaholics often demonstrate compulsive perfectionism, extreme standards, and difficulty prioritizing tasks. When such behavior begins to harm a person’s health, personal life, or workplace functioning, workaholism is considered a mental health disorder. However, the boundaries are often blurry, particularly in societies where work and productivity are viewed in a highly positive light.
Types of Workaholics
Emerging research has identified four distinct types of workaholics:
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Indecisive Workaholics
These individuals work excessively to compensate for their difficulty in making or executing decisions. -
Overwhelmed and Inflexible Workaholics
They attempt to suppress anxiety about work by extending their working hours. -
Dogged Workaholics
They rigidly adhere to their own ideas and refuse to delegate, believing they must accomplish everything themselves. -
Overwhelmed, Compulsive Workaholics
Perfectionism drives them to endlessly revise or redo tasks, making it nearly impossible to complete projects.
Causes and Consequences
The roots of workaholism may lie in a strong desire for achievement, success, or career advancement, as well as an effort to enhance job security through overcommitment. Other potential causes include the repression of negative emotions, the avoidance of unpleasant situations or people, and a fear of rest or passivity—viewed internally as a threat (see motive).
Workaholism is often linked to self-concept deficits, although current empirical support for this theory is limited. Feelings of inferiority or a lack of appreciation may be underlying factors, leading individuals to overwork as a compensatory mechanism.
Statistically, workaholism is more prevalent among individuals in leadership roles, while employees with fixed working hours are less commonly affected. Those who progress to the terminal stage of workaholism—passing through the initiation, critical, chronic, and finally the terminal phase—tend to experience severe burnout and a drastic performance decline. Many in this final stage retire early, often in their 50s, or suffer from serious health outcomes, sometimes culminating in Karoshi Syndrome (death from overwork).
Addressing Workaholism in HR
Human Resources Management plays a key role in mitigating the risks of workaholism through awareness initiatives and tailored interventions. These may include work-life balance programs, time management training, and professional coaching. However, individual measures are often ineffective unless reinforced by broader organizational and cultural changes that support healthier working norms.
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